Building an inclusive workplace: how employee branding activities enhance diverse talent acquisition at Unilever Bangladesh Limited

Abstract

This report details my internship experience within the HR department at Unilever Bangladesh Limited (UBL). The main purpose of the internship was on understanding the initiatives promoting employee branding and talent acquisition. The purpose of this paper is to understand the current working environment of inclusion and retention at UBL, highlight future opportunities for enhancement, and provide recommendations for expanding employee engagement and talent acquisition. For having a better understanding, I have used a multifaceted strategy which involves the use of quantitative data. Through Google Forms survey representative sample of UBL workers was collected. This survey was analyzed using SPSS software, with the intention of collecting unbiased data on employee attitudes regarding issues related to inclusion and branding. As an alternative I have used qualitative data. For which, a number of informal interviews were covered from variety of individuals from different functions of Unilever and varying degrees of expertise. The interviews provided a detailed qualitative input about inclusive practices and factors that contribute to employee retention. The conclusions of this report are obtained from a thorough analysis of both numerical and descriptive information. This report reflects detailed findings and analysis on different aspects, including employee perspectives on inclusion in the workplace, factors affecting talent acquisition at UBL as well as the correlation between the findings and the initial hypothesis on inclusion and branding. The research paper will provide practical recommendations for UBL's HR team to enhance workplace inclusion activities and improve future data collecting for more inclusive analysis. This paper acts as a catalyst for further investigations into the concepts of inclusion and branding at UBL. In order to improve future research opportunity, the paper offers increasing the sample size for collecting quantitative data, using additional qualitative research methodologies like focus group discussions, and integrating benchmarking data from other organizations in the FMCG industry. Future research can use these ideas to further expand on this first exploration and offer more profound insights for UBL's Human Resources department.